Scope

The sum of the products and services to be provided in a project.

Product Scope
The features and functions that are to be included in a product or service.
Project Scope
The work that must be done in order to deliver a product with the specified i features and
functions.
Scope Change
Any change to the project scope.
Scope Change Control
Controlling changes to project scope.
Scope Definition
Decomposing the major deliverables into smaller, more manageable components to
provide better control
Scope Planning
Developing a written scope statement that includes the project justification, the major
deliverables, and the project objectives.
Scope Management
A plan which describes how project scope will be managed and how
Plan
Scope change will be integrated into the project. Includes an assessment of how likely
and frequently the project scope may change and a description of how scope changes will
be identified and classified.
Scope Statement
A documented description of the project as to its output, approach, and content. (What is
being produced?, How is it being produced?, and What is included?)
Work Breakdown Structure (WBS)
A deliverable-oriented grouping of project elements which organizes and defines the total
scope of the project.
Work Package
A deliverable at the lowest level of the work breakdown structure. A work package may
be divided into activities

Initiation

Process Group: Initiating

Input includes: product description; strategic plan; project selection criteria; historical
information

Methods used: project selection methods and expert judgment from other units within the
organization; consultants; industry groups; or professional / technical associations.

Output includes: scope statement; supporting detail, scope management plan, project
charter, identified project manager, constraints, and assumptions.

Committing the organization to begin the next phase of the project.

The process of formally recognizing that a new project exists or that an existing project
should continue to its next phase.

Scope Planning

Process Group: Planning

Input includes: the product description; project charter; constraints, and assumptions.

Methods used: product analysis; benefit / cost analysis; identifying alternatives, and
expert judgment.

Output includes: scope statement; supporting detail, and scope management plan

The process of developing a written scope statement as the basis for future project
decisions.

The scope statement forms the basis for an agreement between the project team and the
project customer by identifying the project objectives and major project deliverables.

Scope Definition

Process Group: Planning

Input includes: scope statement; constraints; assumptions; and historical information.

Methods used: work breakdown structure templates (or WBS from a previous project)
and decomposition (subdivision).

Output includes: work breakdown structure

The process of subdividing the major project deliverables into smaller, more manageable
components.

Scope Verification

Process Group: Controlling

Input includes: work results (completed or partially completed deliverables, incurred or

committed costs, etc.), and product documentation (plans, specifications, technical
documentation, etc.)

Methods used: inspection (measuring, examining, reviewing and testing to determine if

results conform to requirements)

Output includes: formal acceptance

The process of formally accepting the project scope by the stakeholders (sponsor, client,
customer, etc.)

Scope Change Control

Process Group: Controlling

Input includes: WBS, performance reports, change requests, and the scope management
plan.

Methods used: a scope change control system; performance measurement techniques;

and additional planning.

Output includes: scope changes; corrective action, and lessons learned.

The process of controlling changes to project scope.

Scope Management Concepts

Work Breakdown Structure

An output of the scope definition process. Used as input into the scope change control
process.

Developing a WBS (from Infotech notes):

1.
Identify major issues.
2.
Break down each issue into smaller deliverable units.
3.
Subdivide deliverables into measurable units.
4.
Define each work package as sub-contractable units of work.
5.
Review for patterns and anomalies.
6.
review again.
Developing a WBS (from Project Planning, Scheduling & Control by Lewis):
1.
What tasks must be done?
2.
Who will do each one?
3.
How long will each task take?
4.
What materials / supplies are required?
5.
How much will each task cost?

 Examples of names of WBS structure levels:

1.
Program
2.
Project
3.
Task
4.
Sub-Task
5.
Work Package
See PMBOK'1996 pgs. 54-55 for examples of WBS's.

Work Package

The lowest level of a WBS.

Work packages are further broken down during the Activity Definition Process. (part of
Time Management)

Scope Management Plan

A subsidiary element of the overall project plan.

Describes how project scope will be managed.

Describes how scope changes will be integrated into the project.

Should also include an assessment of the expected stability of the project scope.

Should also include a clear description of how scope changes will be identified and
classified.